This project has extended the rehabilitation services, which were divided into medical, social, and work rehabilitation. It also developed the service delivery system, helping industrially injured workers(IIW) return to work and ultimately even improve their quality of life.

The National Pension Service (NPS) developed a system that connects social insurance computer network and established the Social Insurance Information Center at the NPS in February 2003 to allow citizens to register once by visiting any office of the four social security organizations or via online to resolve inconveniences of having to make requests or submissions at each of the organizations of the four social insurances (National Pension, National Health Insurance, Employment Insurance, and Workers’ Compensation Insurance).

Following the social trend of more smart phone usage than PCs, the National Pension Service seeks to make processes effecient and innovate services by strengthening non-face to face channels, expanding remote services utilizing ICT technologies, effectively introducing the national pension scheme, strengthening communication channels with the public and improving the convenience of using e-information service to enable citizens to easily use pension-related services through their mobile phones anywhere and anytime, and pursues to continuously identify service contents to promote mobile usag

•Developed joint service network and system with 18 types of local government welfare services and 16 specialized agencies by collaborating (singing MOUs and organizing consultative groups) with relevant organizations in respective fields (finance, healthcare, leisure, interpersonal relationships) of retirement preparation including local governments and specialized agencies. •Introduce relevant services provided by organizations and provide information by identifying welfare services that citizens need or want in the process of consultations on preparing for retirement.

While National Pension enrolment rate for regular workers in Korea was 82 percent*, the rate for non-regular workers was a mere 38 percent, showing their vulnerable retirement planning. There was a call to strengthen social safety net to realize ‘pension per person’ by reducing the risk of non-regular workers falling through the cracks of the social insurance system amid a gradual rise in the number of non-regular workers like daily and part-time workers due to labor market flexibility.

Employment and Social Development Canada (ESDC) leveraged an immersive design-thinking process to create and implement a Service Transformation Strategy that would respond to Canadians’ service expectations and a government-wide policy direction. This process allows ESDC to gather innovative ideas from employees, clients, and partners, and translate those ideas into client-centred service solutions using an agile and repeatable design methodology.

In the digital era, the Social Security Office (SSO), as a major public organization in Thailand, needed to reform its service delivery in response to people’s higher expectations. Nowadays, Insured persons, employers, and partnered service providers require not only face-to-face and call services but also electronic services tailored to individual needs with minimum time and money spent.

The vision of BPJS Kesehatan is to achieve universal coverage within 5 years (2014-2019). Because of this, BPJS Kesehatan needs to prepare itself in minimizing all risks that delay the achievement of the target; which of course comes in many forms. Risk Management in BPJS Kesehatan is based on the BPJS Kesehatan Director’s Regulation Number 46 of 2017 regarding BPJS Kesehatan Integrated Risk Management Guidelines in order to fulfill the international risk management standard ISO 31000.

Since transformation of PT Askes (Persero) to BPJS Kesehatan in 2014, the interest of the people participate in JKN KIS (National Health Social Security) has grown.The excellent service in Branch Offices is far from perfect due to the long queues and a lack of uniformity of the service counters in the Branch Offices. In June 2016, BPJS Kesehatan made a new innovation in the form of the CSTI (Customer Service Time Index) Application as a service and wait time measure and the SUPEL (Customer Voice) application as a measurement for excellent service performance of frontliner.

Since the start of BPJS Kesehatan in January 1 2014, till May 1 2018 the coverage of participants are 197 million, there were highnumber of visits to the Branch Offices. During the participants registration process, there were an average of 70.000-100.000 visits every day all Branch Offices in Indonesia wide (average per Banch Office is 700-1000 visits), meaning that there was no certainty regarding the queues and service times for the participants.

This good practice allows employer, contributor, & the General Organization for Social Insurance to save effort & cost by completing the inspection's cycle electronically in a timely manner. In fact, we understand the importance role of inspection in enlightening the employers in applying the system, and regulations correctly in their entities. A new system RASED was integrated with the General Organization for Social Insurance "GOSI" main system to fetch all inspection data.

One of the most important strategic objective in the General Organization for Social Insurance “GOSI’s” strategy is to improve customer satisfaction. We realized that if we aim to improve our customers satisfaction, then we have to measure it. In this context, GOSI identified the need to understand its customers and their interaction with the provided benefit and services in addition to outlining specific actions required to enhance the overall customer experience.

The Public Authority for Social Insurance (PASI) began its journey into strategic planning in 2008. Since then, the PASI has been searching for a systematic methodology to integrate strategic planning with performance management to align all operations into this vision so that all employees would work in the right direction, focused on the intended strategic results. To achieve this goal, the PASI has implemented the balanced scorecard (BSC) methodology as a tool for the integration of strategic planning with performance management.

This practice has provided variety health alarms to the public before the epidemic spreads out. 2 3 It combines different data from diverse sources such as national health information from National Health Insurance Service (NHIS), social data from Twitter, climate information from National Meteorological Office (NMO), air pollution information from Environmental Science Institute (ESI) and number of food poisoning confirmed from Ministry of Food and Drug Safety (MFDS). Five infectious disease : cold, eye disease, food poisoning, dermatitis and asthma are continuously monitored.

Commuting Safety Support Program (CSSP) was introduced in 2017 by Social Security Organization (SOSCO) Malaysia in collaboration with Malaysian Institute of Road Safety Research (MIROS). The main objective of this program is to facilitate employers in implementing good commuting safety management at the workplaces through practical intervention. The project aims to reduce commuting accidents among motorcyclists and was initiated through business engagement and smart partnership with various stakeholders.

StartSAFE is a programme designed to help SMEs identify WSH hazards at their Workplaces and recommend solutions for implementation at an affordable cost. Since November 2016, the WSH consultancy with 8 consultants appointed by WSH Council, had visited 1,000 SME business owners in the Hospitality & Entertainment, Retail and Food Services. Through the programme, 5,445 hazards and close to 60 percent were rectified immediately. This translated to preventing 3,267 potential incidents.

The Fiji National Provident Fund (FNPF) is a defined contribution fund that provides superannuation services to its members. With the Vision Securing Your Future, the FNPF strives to understand its customers, offer quality services and ensure sustainable returns for a meaningful retirement. The membership base of the FNPF is 417, 886 which accounts for 47% of the population of Fiji.

Fiji National Provident Fund’s (FNPF) engagement with International Finance Corporation (IFC) has helped the Fund to move into previously unexplored Investment Territories. This has helped the Fund in diversifying its investments and upskilling our staff. Co-Investments with IFC has resulted in reduction of Investment Risks through their expertise and risk sharing through both equity and debt funding. IFC’s involvement in Fiji and the setup of a local office has boosted FNPF’s investment confidence in the Global Market.

The Fiji National Provident Fund (FNPF) is mandated by law to collect compulsory contributions from the employers for the retirement savings of all workers in Fiji. The employer pays 18% of which 8% is deducted from the employee’s salary. Employers are required to submit the contribution details on a monthly basis to the FNPF. Prior to 2016, these monthly contribution schedules (CS) were physically submitted and posted to member accounts manually. This process posed a number of challenges for the Fund.

Kader JKN program is a partnership program that involves the general public to care about social health care program. Every social healthcare provider has limitation and challenges. We must be smart to optimize another resource around us. By creating Kader JKN program, BPJS Kesehatan can manage and solve the limitation of its resources to collect premium collection of individual/ informal member and switching the challenge to be an opportunity. Since it started on April 2017, BPJS Kesehatan can increase the collectability of individual/informal segment about thirteen point nine percent.

The Family Virtual Account (FVA) system is a system which combines enrollee bills in a family. This system has great benefits for the enrollee such as more efficient payments, the prevention of adverse selection for BPJS Kesehatan and the improvement collection of contribution from the informal workers segment. In the implementation of this system, Indonesia’s Social Health Insurance Funds (BPJS Kesehatan) must coordinate well with the Ministry of Internal Affairs as the managers of the population data and must also improve the promotion of the FVA system to the public.